ACKNOWLEDGEMENT

I take this responsibility to express my profound and sincere gratitude to COLLEGE NAME for
providing me with the opportunity to explore the corridors of the corporate world and gather
invaluable knowledge and practical experience via the Summer Training Project. I take the
privilege of offering a deep sense of gratitude and indebtedness to , Ms. Savita Dalal (HR
Manager) Landmark Apartments Pvt. Limited (Gurgaon) for providing me their able guidance
and inspiration to complete the Summer Training Report. Her able guidance and support have
been constant source of knowledge and motivation for me. Above all no words can express my
gratitude to my parents and friends who supported me through thick and thin difficulties faced by
me during the preparation of the project. I also owe a sense of gratitude to my faculty members,
respected, Ms. Minakshi who guided me throughout my summer training and provided
structured guidelines to work and progress. Last but not the least; I would like to thank all the
employees of Landmark Group for their valuable suggestions and constant encouragement. The
expertise in this study belongs to those listed above. Any errors are mine.
 SCOPE OF THE STUDY

The management can identify the employees opinion of the existing performance appraisal
system. The study can be used to make the present appraisal system more effective and satisfied
among employees. It could be used to identify training and development needs for the individual
and the organization as a whole.

LIMITATIONS OF THE STUDY

Production is, in fact, a huge operation and it is quite impossible to cope up all theactivities
during internship period. And for that reason limitations prevail while conductingthe survey.
Basic limitations faced while preparing the study were: The Company’s policy of not disclosing
some data and information for obvious reasons, which would have been very much useful for the
report. Some of the questionnaires were incomplete. Few employees sometime felt disturbed, as
they were busy in their job. Sometimes it was difficult to collect data from their files, because
important files are kept in volt for safety. It is difficult to make information based a rich report
in short time of period. This report was prepared in short time.
 IMPORTANCE OF THE STUDY

Performance Appraisal provide employees and managers with opportunities to discuss areas in
which employees excel and those in which employees need improvement. Performance
Appraisal should be conducted on a regular basis, and they need not to be directly attached to
promotion opportunities.

Personal Attention

During a performance appraisal review, a supervisor and an employee discuss the

employee’s strengths and weakness. This gives the employee individual face time with the
supervisor and a chance to address personal concerns.

Feedback

Employee need to know when their job duties are being fulfilled and when there are
issues with their work performance. Managers should schedule this communication on a regular
basis.

Career Path

Performance appraisal allow employees and supervisors to discuss goals that must be met
to advance within the company. This can include identifying skills that must be acquired, areas
in which one must improve, and educational courses that must be completed.

Employee Accountability

When employees know there will be regularly scheduled evaluations, they realize that
they are accountable for their job performance.

Communicate Divisional and Company Goals

Besides communicating employees’ individual goals, employee appraisals provide the

opportunity for managers to explain organizational goals and the ways in which employees can
participate in the achievement of those goals.
 METHODOLOGY OF THE STUDY
In order to make the report more meaningful and presentable two sources of data and
information have been used widely.
Sources of data: There are 2 kinds of Data.

Primary Data:-

 Observe the environment behavior, facts. Action, record and present condition of the
program.
 Case study.
 Have conversation with my supervisor and regular employees of the bank.
 Make questionnaire to get relevant information.
 Direct experiment and group discussion there.
 Personal interview through face-to-face and telephone.

Secondary data:-

Since advantage in computers and technology, I got data through browsing websites, features
books, different HR books and compliments of senior ranked officials of SIBL in different
magazines, portfolios, History.
 WHAT IS THE ROLE OF PERFORMANCE APPRAISAL?

Perhaps the most significant benefit of performance appraisals is the opportunities they provide
supervisors and subordinates to have one-on-one discussions of important work issues. During
appraisals, subordinates and supervisors can focus on work activities and goals, identify and
correct existing problems, and encourage better future performance.

Performance Appraisal and Motivation

Motivational research has recognized the power of recognition as an incentive (see Maslow and
the Expectancy Theory of Motivation). Performance appraisals provide employees with
recognition for their work efforts. The appraisal system provides the supervisor with an
opportunity to indicate to employees that the organization is interested in their performance and
development. This recognition can have a positive motivational influence. on the individual's
sense of worth, commitment and belonging.

Performance Appraisal and Training and Development

Performance appraisals identify performance gaps. As such, they provide an excellent

opportunity for a supervisor and subordinate to recognize and agree upon individual training and
development needs. Performance appraisal discussion may identify the presence or absence of
work skills. Further, the need for training can be made more relevant if attaining the requisite job
skills is clearly linked to performance outcomes. Consolidated appraisal data can also help form
a picture of the overall organizational training requirements.

Performance Appraisal and Recruitment

Recruitment and selection procedures need to be evaluated. Appraisal data can be used to
monitor the success of a firm's recruitment and selection practices. From this data, the firm can
determine how well employees who were hired in the past are performing.

Performance Appraisal and Employee Evaluation

Employee evaluation is a major objective of performance appraisal. Given the major functions of
management -- planning, organizing, leading and controlling -- it is clear that evaluations
(controlling) need to be done.

At its most basic level, performance appraisal is the process of examining and evaluating the
performance of employees. However, the need to evaluate is also a source of tension as
evaluative and developmental priorities appear to clash. Some management experts have argued
that appraisal cannot serve the needs of evaluation and development at the same time.

Performance Appraisal and Total Quality Management (TQM)

With the advent of TQM (Total Quality Management) and the extensive use of teams, traditional
performance appraisal systems have come under some criticism. For example, rather than
motivating employees, conflict may be created when appraisals are tied to merit pay and when
that merit pay is based on a forced ranking.

W. Edwards Deming, the founder of total quality management (TQM) has long been associated
with the view that performance appraisals ought to be eliminated. Many TQM proponents claim
that performance appraisals are harmful.
STAGES OF PERFORMANCE APPRAISAL PROCESS

• PERFOMANCE STANDEARDS ARE ESTABLISHED

1

• INFORM THESE STANDARDS

2

• INSTRUCTION GIVEN FOR APPRAISAL

3

• FINDIND OUT THE INFLUENCE

4

• COMPARING THE PERFORMANCE

5

• FINDING OUT DEVIATION

6

• COMMUNICATING, THE ACTUAL PERFORMANCE

7

• SUGGESTING NECESSARY CHANGES

8

• FOLLOW-UP OF PERFORMANCE APPRAISAL

9 REPORT
Performance Appraisal is a Nine-Step Process:-
 At the First stage, performance standards are established based on job description and job
specification. The standard should be clear, objective and incorporate all the factors.
 The Second stage, is to inform these standards to all the employees including appraisers.
 The Third stage is following the instruction given for appraisal measurement of employee
performance by the appraisers through observations interview, records and reports
 The Fourth stage is finding out the influence of various internal and external factors on
actual performance.
 The Fifth stage is comparing performance with that of other employee and previous
performance .
 The Sixth stage is comparing the actual performance with the standards and finding out
deviations.
 The Seventh stage is communicating, the actual performance of the employee and other
employees doing the same job and discuss with him the reasons for positive or negative
deviations from the preset standards as the case may be.
 The Eighth stage is suggesting necessary changes in standards, job analysis internal and
external environment.
 The Ninth stage is fallow up performance appraisal report. This stage includes guiding,
counseling coaching and directing the employee or making arrangements for the training
and development of the employee.
PERFORMANCE APPRAISAL AT LANDMARK GROUP

While on the job, performance reviews of every employee are done every quarter. The reviews

are done with a view to helping the individual excel at his/her workplace. In case there are any

training requirements, these are noted and acted upon in the coming quarter. Also, the goals and

objectives for the employee are re-visited for

The performance appraisal mechanism is carried out at Landmark Group for promotional

purposes

These are done so as to motivate the employee and improve his performance level. The method

is as follows:

a) Establishment of performance standards with the employees

b) The goals are set mutually as per measurable standards.

c) The actual performance is hence measured.

d) After measuring of the actual performance, the same is compared with the standards set

e) The appraisal is then discussed with the employees.

f) And finally, if need arises corrective action is initiated. For this purpose the corrective action

is actually identified through brainstorming exercises initiated by the departmental heads at

all the Jindal Brothers. It is then measured as a tool to evaluate the past performances of the

employees.

Some of the methods used at Landmark Group are:

1. Key Performance Index

2. 360 Degree Feedback

3. Paired Comparisons

4. Behaviorally Anchored Rating Scale

1. KPI-Key Performance Index

It is based on the performance level of the employee generally classified on the basis of:

 Targets achieved

 Ratings through students’ feedback forms

 Punctuality and regularity

 Day to day performance

This is given after every module at the centers.

Thus we can observe that the appraisal system is not a biased one but based on performance and

productivity basis. All the respective heads of the employee together with the senior persons at

the center brainstorm and then give the promotion.

2. 360 Degree Feedback

This feedback system involves the participation of Top Management.

Thus the feedback given by these members at Landmark Group is considered under a holistic

view and then the employee is given a performance appraisal. This evaluation method involves

40% feedback from the coworkers which says that the employee should not only maintain good

rapport with the senior or junior but majorly with the coworkers also.
3. Paired Comparisons

The evaluator compares all possible pairs of subordinates on their overall ability to do the job.

Due to the subjectivity of evaluating overall performance some managers me e a number of

different job related dimensions when comparing.

4. Behaviorally Anchored Rating Scale (BARS)

It is a sophisticated method of evaluating the employee based on the employee behavior. It is a

numerical scale that is anchored by the seniors of the organization at various centers. This is

highly confidential and the information is sent in sealed envelopes and opened only at the time of

the final evaluation. There is no further discussion regarding this scaling, thus it is not given

enough weightage.
 CONCLUSION
Performance appraisal is the process of reviewing employee performance vis-à-vis the set
expectations in a realistic manner, documenting the review, and delivering the review verbally in
a face-to-face meeting, to raise performance standards year over year through honest and
constructive feedback. In the process management expects to reinforce the employee’s strengths,
identify improvement areas so that one can work on them and also set stretched goals for the
coming year.

Effective performance management requires a good deal of face-to-face supervisor-employee

interaction. By knowing the subordinates, a supervisor can steer them onto a path of greater
productivity and optimized output. It is one of the most significant and indispensable tool for an
organization as it helps in getting to know the people who work for them. provides information,
which helps in taking important decisions for the development of an individual and the
organization.
 Bibliography
Aswathappa K, Human Resource & Personnel Management, Tata McGraw- Hill
Publishing Co. Ltd., New Delhi, Sixth edition 2001

Kothari C.R., Research methodology methods & techniques, Wishwa Prakasan ublishing
Co. Ltd., New Delhi, Sixth edition 2001.

Human Resources Management by P.Subarao

Search engines

1. www.google .com

2. citehr.com

3.www.msn.com

4.www.wikipedia.com
 SUGGESTIONS

After having analyzed the data, it was observed that practically there was no appraisal
in the organization. To be an effective tool, it has to be on the continuous basis. This is
the thing that has been mentioned time and again in the report, as, in the absence of
continuity, it becomes a redundant exercise. Before actually deciding drafting what
should be the kind of appraisal the following things should be taken care of:

1. The very concept of performance appraisal should be marketed throughout the

organization. Unless this is done, people would not accept it, be it how important to
the organization.

2. To market such a concept, it should not start at bottom, instead it should be started
by the initiative of the top management. This would help in percolating down the
concept to the advantage of all, which includes the top management as well as those
below them. This means that the top management has to take a welcoming and
positive approach towards the change that is intended to be brought.

3. Further, at the time of confirmation also, the appraisal form should not lead to
duplication of any information. Instead, detailed appraisal of the employee’s work
must be done – which must incorporates both the work related as well as the other
personal attributes that are important for work performance.

4. It should be noted that the appraisal form for each job position should be different
as each job has different knowledge and skill requirements. There should not be a
common appraisal form for every job position in the organization.

5. The job and role expected from the employees should be decided well in advance
and that too with the consensus with them.

6. A neutral panel of people should do the appraisal and to avoid subjectivity to a

marked extent, objective methods should be employed having quantifiable data.
7. The time period for conducting the appraisal should be revised, so that the exercise
becomes a continuous phenomenon.

8. Transparency into the system should be ensured through the discussion about the
employee’s performance with the employee concerned and trying to find out the
grey areas so that training can be implemented to improve on that.

Ideally in the present day scenario, appraisal should be done, taking the views of all
the concerned parties who have some bearing on the employee. But, since a change
in the system is required, it cannot be a drastic one. It ought to be gradual and a
change in the mindset of both the employees and the head is required.
 METODS OF PERFORMANCE APPRAISALS
Past Oriented Methods

 Rating scales:
This is the simplest and the most popular technique for employee performance. The
typical rating – scales system consists of several numerical scales, each representing job
related performance criterion such as dependability, initiative output, attendance, attitude,
co-operation and the like. Each scales ranges from excellent to poor. The rater checks the
appropriate performance level on each criterion, and then computes the employees total
numerical scores.
 Checklist:
In this method, the raters don’t evolutes employee performance, he supplies reports about
it and the personal department does the final rating a series of question are presented
concerning and employee to his behavior. The rater, then, to indicate if the answer to a
question about an employee in positive or negative. Generally , the questions are on
yes/no pattern.

 Forced choice method:

In this the rater is given a series of statements about employee. These statements are
arranged in block of two or more, and the rater indicates which statements is most or least
disruptive of the employee

 Critical incident method

The, approaches focus on certain critical behaviors of an employee that makes all the
difference between effective and non effective performance of a job. Such incidents are
recorded by the superiors as and when they occur.

 Behaviorally Anchored Rating Scales

 Sometimes this is called behavioral expectation scales, are rating scales whose scale point
are determined by statements of effective and ineffective behaviors. A rater must
indicates which behavior on each scale best describes an employee’s performance.

 Field review method

This is an appraisal by someone outside the assesses on department usually someone
from the corporate office or H.R department. The outsider review employee records and
holds interviews with the rate and his or her superior . the method is primarily used for
make promotional decision at the managerial level.

 Annual confidential report method

In this method each employee is rated confidentially by one or more senior officers for
his performance. The report deals with the years work and general opinion of the rater
towards the employee. The main problem with his method is that it is not data based and
the appraisal is done the bases of impression.

 Easy method
In the essay method, the rater must describe the employee with in a number of broad
categories such as-
a) The rater’s overall impression of the employee’s performance
b) The promotability of the employee
c) The jobs that the employee is now able or qualified to perform
d) The strength and weaknesses of the employee and the traning and the development
assistant required the employee.
 Comparative Evolution Approaches
These are a collection of a different methods that compare one worker’s performance
with that his / her co-workers. Supervisors usually conduct comparative appraisals. As
these appraisals can results in a ranking from best to worst they are useful on deciding
merits-pay increases promotions and organizational rewards. We can classify it into-
a) Ranking method
 In this, the superior his or her subordinates in the order of there merits starting from the
best to the worst,. This method is subject to the hallo and Recency effects, although
ranking by two or more raters can be averaged to help reduce biases. It advantages
include ease of administration and explanation.
b) Paired – Comparison method :-
Under this method the appraiser compares each employee with every other employee,
one at a time. The number of comparisons may be calculated with the help of formula,
which reads thus-:
N (N-1)/2

360 DEGREE PERFORMANCE APPRAISAL

Typical appraisers are: supervisors, peers, subordinates employees themselves users of

service and consultants. Performance appraisal by all these parties is called” 360
DEGREE PERFORMANCE APPRAISAL”
1. Supervisors:
Supervisors include superiors of the employee other superiors having knowledge about
the work of the employee and department head or manager. General practices is that
immediate superiors appraise the performance, hitch in turn reviewed by the departmental
head /manager.

2. Peers:-
Peer appraisal may be reliable if the work group is stable over a reasonably long period
of time and perform tasks that require integration.

3. Subordinates:-
The concept of having superiors rated by
subordinates is being used in most organizations today especially in developed countries.
Such a novel method can be useful in other organizational settings too provided the
relationship between superiors and subordinates are coordinal.
4. Self-Appraisal:-
In individuals understand the objective they are expected to achieve and the standard
by which they are to be evaluated, they are to a great extend in the best position to
appraise their own performance.

5. Users of Service Customers:-

Employee performance in service organization relating to behaviors, promptness,
speed in doing the job and accuracy, can be better judged by the customers or users of
services.

6. Consultants:-
Sometimes consultants may be engaged for appraisal when employees or employers
not trust supervisor and management does not trust the self-appraisal a peer appraisal or
subordinate appraisal.
 EXECUTIVE SUMMERY

 Most organizations have a performance appraisal (PA) program that has evolved over
time and is likely not meeting the needs of employees and managers.
 Many competing PA theories and practices exist making development of an effective
program difficult. However, done well, a strong PA program reinforces organizational
culture and helps employees achieve high levels of performance.
 An effective PA program can improve key business measures such as Return on Assets,
Return on Equity, profit margins and earnings.
 Every strong PA program has three elements: performance tracking, informal feedback,
and formal appraisal.
 Build on these three elements to customize your program to your organization’s goals
and values:
o Informal coaching is the single most significant factor in easing retention and
developing talent.
o Forced ranking and forced distribution are techniques that work well in
competitive environments. Avoid them in team-based departments.
o 360-degree evaluations help to improve people management abilities. Stay away
from using them for manager compensation or disciplinary purposes.
 COMPONENTS OF APPRAISAL
EVALUATION

As we have seen performance evolutions can be made a verity of reasons- counseling,

promotion, research, salary, administration or a combinations of these therefore it is necessary to
begin by stating very clearly the objectives of the evolution program. Having done this, the
personal evolution system should address the questions, who, what, when, where, how? Of
performance appraisal

“WHO”

The appraisal can be accomplished by one or more individuals involving a combination of the
immediate supervisor, a higher level manager, a personal manager, the assessee’s peers, the
assessee himself and the assessee’s subordinates.

Usually the immediate supervisor must be interested with the task of rating the assessee because
he his most familiar with his work, and because he is also responsible for recommending or
approving personal action based on the performance appraisal. The staff specialists, i.e. the
personal officer also do appraisal.

They may advise the supervisor while evaluating their subordinates stressing the need for
evidence for making specific appraisal judgments and comparing a particular subordinate’s
evolution with those of others.

The appraisal of an individual may also be done by his peers such appraisal proves effective in
predicting future management success.

This approach has its disadvantage that the individual may rate himself excessively high then it
would be if his superior rated him. Many companies use rating committees to evaluate
employees. These committees consist of supervisors, peers, and subordinates.
 “WHAT”

The “what” of the performance appraisal consists in appraising non supervisory employees for
their current performance and managers for potential? It also includes evaluation of human
trades.

“WHY”

The “why” of an appraisal is concerned with –

a) Creating and maintaining a satisfactory level of performance of employees in there

present jobs.
b) Highlighting employee needs and opportunities for personal growth and development.
c) Promoting understanding between the supervisor and his subordinates.
d) Providing a useful criterion for determining the validity of selection and training methods
and techniques and forming concrete measures for attracting individual of higher caliber
to the enterprise.

“WHEN”

The ‘when’ answers the query about the frequency of appraisal? It has been suggested in formal
counseling should occur continuously. The manager should discuss an employee’s work as soon
as possible after he has judged it.

“WHERE”

The where indicates the lo0cation where an employee may be evaluated. It is usually done at the
place of work or office of the supervisor.
 “HOW”

Under how the company must decide what different methods are available and which of these
may be used for performance appraisal. Based on the comparative advantages and disadvantages
it is decided which method suit the propose best.
 TABLE OF CONTENTS

Title

1. Chapter I
Acknowledgement
Preface
Declaration
Executive Summary
2. Chapter II
Company profile
Company History
Company Highlights
Company Mission
Company Methodology
Company Achievements & Rewards

3. Chapter III
Introduction to HRM
Introduction to Performance Appraisal
4. Chapter IV
Performance Appraisal at Landmark Group
5. Chapter V
Objectives of Study
Scope of Study
Importance of Study
Limitation of Study
Methodology of Study
6. Chapter VI
Suggestions
Conclusion
Bibliography

Chapter I
 Acknowledgement
 Preface
 Declaration
 Executive Summary
Chapter II
 Company profile

 Company History
 Company Highlights
 Company Mission
 Company Methodology
 Company Achievements & Rewards
Chapter III
 Introduction to HRM
 Introduction to Performance Appraisal
Chapter IV
 Performance Appraisal at Landmark
Group
Chapter V
 Objectives of Study
 Scope of Study
 Importance of Study
 Limitation of Study
 Methodology of Study
Chapter VI
 Suggestions
 Conclusion
 Bibliography